Reputation Rules Strategies for Building Your Company's Most Valuable Asset

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Description: Leverage your company's most important assetreputation! It's open season on the corporate world. With so many companies being caught and taken to task for faulty products, outrageous executive spending, and simply bad behavior, reputation is now oneMore...

Leverage your company's most important assetreputation! It's open season on the corporate world. With so many companies being caught and taken to task for faulty products, outrageous executive spending, and simply bad behavior, reputation is now one of a company's most important assetswhich is why you reputation management should be added to your overall strategy. In Reputation Rules, Kellogg School of Management professor Dr. Daniel Diermeier explains how to use reputation as a key strategic element. Real-life business scenarios from Mercedes, Shell, Enron, Toyota and others prove the need for reputation-management tools; Diemeier illustrates how they can be used to establish a culture that enables any organization to face any corporate mishap. Based on more than ten years of primary research, lecturing, and consulting in the area of reputation management, Reputation Rulesprovides the tools you need in a business world forever changed by headline debacles, corruption, and greed in corporate America.

Foreword

Preface: Two Items on the Ceo's Agenda

Acknowledgments

Introduction: Beyond the Obvious

Thomas off the Rails: The Decisive Moment and How to Miss it

Mercedes and the Moose: Brand Management beyond Customers

Shell Turns on the water cannons: The Growing Impact of the Second Circle

of Shower Curtains and Wastebaskets: Perks, Scandals, and Moral Outrage

The Katrina Chronicles: Doing the Right Thing and Getting Credit for It

The Terminator Gene: From Outrage to Fear

Beat the Grim Reaper: Strategic Anticipation and the Management of Reputational Risk

The Aim Team: How to Build a Sixth Sense

Andersen Before the Fall: Values, Culture, and the Teachable Moment

Conclusion: The Expert Trap: Reputation, People, and the Need for Strategic Thinking

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